I am responsible for overseeing the planning, coordination, and execution of the supply chain operations across Europe for Unilever International. I manage a team of supply chain specialists and analysts, and work closely with the global supply chain leadership, as well as the regional sales, marketing, and finance teams. I ensure that the supply chain processes are aligned with the business objectives, customer expectations, and regulatory requirements. I also drive continuous improvement and innovation in the supply chain function, and identify and mitigate any risks or issues that may affect the supply chain performance.

Within the Business Development team I manage a number of customers across multiple categories. This is an end to end role involving interactions with sourcing units, planning, customer service teams and Customers.In 2018 I streamlined my customers order to cash process, making it more user friendly and accessible to both the supply chain and finance teams. Through this simplified process and my work with the customer my I delivered €6 million in turnover for the company.In this new role I have also been involved in a number of projects; one of which was launching products to Amazon for the first time; developing the entire global supply chain network, ensuring correct set up on the Amazon Portal & being their key contact.I have experience in initiating set up of international distribution networks from UK to Customer's warehouses end to end; establishing transportation lanes within Unilever, working with the customer to agree pricing. incoterms & ensuring right first time delivery to ensure zero business impact to customer or Unilever

Within the planning team in Unilever I am responsible for looking after 180 SKU's across 5 different brands on the Dressings categoryI manage the procurement of stock to ensure that our forecast quantities are fulfilled as efficiently & effectively as possible, collaborating with the Sourcing Units & European Categories across various countries. My main objective is to ensure stabilisation & smooth inbound of finished goods inventory forecast, as well as identifying & communicating potential supply risks to the wider business team. One of the main areas of importance within my role is managing shelf life & ensuring minimal obsolete disposal. I lead regular meetings with all of my sourcing units, inputting into Rough Cut Capacity Plans, delivering excellent service for my category. I am very heavily involved in the Innovation Process, including the SKU set up process. I am wholly responsible for managing the technical side of the process in SAP & also heavily involved in the forecasting process & communication to key stakeholders in the business. Within my very short time in role, I have launched a new soup range in Ireland & I am leading Christmas Pack innovation for Hellmann’s & Colman’s brands. I have also launched the new BBQ and spicy sauces range on Hellmann’s, the biggest NPD launch for Unilever UK in 2016 which will contribute £5 million incremental growth to the Unilever dressing’s category.In addition to my core role I have also implemented a new risk mitigation process for upcoming product innovations. This involved rebuilding in excel the existing sheet making it easier to use, giving it more purpose through a clearly defined scoring system and taking it from a tick box exercise to a genuine value adding process. I then rolled this new process out to the 20+ RP’s and CPM’s in Unilever. This process is now an integral part of all upcoming product innovations, and both the risk mitigation sheet and its implementation have received great feedback.

My main responsibilities in this role were to look after the customers short term replenishment cycle, improve one shelf availability, provide collaborative promotional forecasts and where applicable help account managers with supply chain projects.Taking over Morrison's during a difficult supply chain period I was able to work directly with them to understand their needs and limit customer service at 95% while many other customers were on 85%.Also in Morrison's I turned around on shelf availability working internally with our perfect store and account managers and externally with Morrison's and our third party team. The work carried out improved the score from 93% to 96% which was an average increase in monthly sales of £30k.Next i worked primarily with Wilkinson's and Iceland but also looking after around 15 other discounter customers. In this time I managed Wilkinson's through their SAP integration and set up the Unilever home care business in Iceland. I also redefined the promotional tracking system with these customers, this enabled in-depth promotional analysis so that over and under performance could be managed within the business.Related to forecasting I also lead a team aimed at improving forecast accuracy across discounters. We developed a new weekly report that combined two existing sets of data and allowed the planning team and account managers to see easily where customers were over or under ordering. This report also provided analysis on forecast phasing accuracy.Also during this time period Unilever suffered a major computer outage. I was tasked with training 100 people in 2 days on how to effectively process customer orders through SAP from creation to delivery.

My core role in Unilever is managing the day to day operations of the boots supply chain network. I also have sound operational knowledge of the drugstores business having been responsible for Superdrug and Pharmacy for my first 7 months in the role. As a result of the great collaboration I have built with my customers this has contributed to Unilever being awarded Supplier of the year from both Boots and Superdrug. When I arrived in Unilever I noticed a business need to communicate on a daily basis the NIV value of orders being placed within Drugstores. I utilised my excel skills to create a report that would satisfy the needs of the team, making it simple and easy to understand. This report has been widely praised throughout the team and has become critical to the day to day working of the drugstores account managers. In addition to my day to day role I became part of the contingency team, taking on the warehouse champion role of the newly acquired Alberto Culver Bridgend DC. On taking ownership of this role I identified the need to collate and organise the information for the DC, bringing together, contact information and daily processes. I then presented this method of organisation to the lead users and other warehouse champions, after which it was rolled out to all the other DC’s, recognising its user friendly structure and usefulness in a contingency. As part of the skills champions team, I volunteered to lead the excel section of the skills matrix. Within this role I recognised the need to document and standardise the training process, making it more useful and relevant to the CSS community. Following on from this I rolled out the new training to 30 CSS’s and 10 CRS’s, saving each individual approximately 2 hours a week.

At Procter & Gamble I managed all aspects of Tesco’s orders on their Grocery and Impulse business and all One Stop orders for the entire business. On a daily basis I processed between 30-70 shipments ensuring the orders were quality and fit for use to be sent to our distribution centres for loading. This involved inspecting all of the stock that is being ordered to ensure it is of the right quantity and complies with trade terms. I also communicated externally to multiple contacts within Tesco to successfully manage any problems that arose. For business building blocks, I was an integral part of the reward and recognition team, developing a whole new recognition system from scratch and being the technical support for the whole project. Since the launch of the new system in March 2011 the business saw an increase of 200% in the number of people being recognised for the advancements and achievements they had made in the workplace. I owned the BCP and EAP processes for the whole of order management team. I was able to push forward the process and take the role of the CSC from being one very reliant on being on site with paper copies of orders to being able to work location free with electronic orders, availability reports and shortages reports. The work I have achieved allowed the business to have a fully operational BCP and EAP process. In this role I would wholly plan and execute all of the promotional activity for the grocery and impulse business. This involved working internally with the market planning, CBD and outbound logistic teams to align stock availability, transport planning and then working externally with the Tesco procurement and promotional teams to ensure the entire operation was executed with zero availability failures.

Within my first role at Procter & Gamble I was part of the available to ship team working primarily with Market Planning and the distribution centres to limit the amount of shortages on a daily basis. This role involved a high degree of stewardship and organisation, running availability processes across 6 distribution centres at 4 specific times each day. During my time in ATS I took part in a matching and mapping session looking at the entire daily cycle end to end. As part of the team I documented the whole cycle showing the interaction each department has with each other and calling out the major problem areas and put in the solution. We managed to make the whole process much slicker and smoother and saved the 150 people involved in the daily cycle around 130 hours a year. I was also the initiatives leader for the available to ship department. When I took over the role the way in which the initiative process was measured was over complicated and inaccurate. I simplified the process by focusing on the key target areas and I also revamped the way in which it was measured. The leadership I showed in this role took the initiatives launched on time score from 46% to 97% in 8 months.